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Private Equity (PE) is orchestrating a fundamental shift in portfolio company leadership, with the implications reshaping organisations and C-suites across industries. As PE firms continue to adjust to a rapidly changing business landscape, their leadership strategies are evolving to meet new challenges and opportunities. The Strategic Imperative With uncertain exit timelines and valuations under increasing scrutiny, private equity owners are making decisive talent moves to position their assets for the next phase of growth. Many portfolio companies have been held for longer periods, and the need to be “investor-ready” requires an executive team that is future-focused, energised, and able to deliver tangible impact. The shift from traditional leadership to growth-driven teams has become a central component of these strategies. Critical Talent Trends Growth Acceleration Leadership: A major trend is the systematic replacement of leadership with growth-focused executives. As many portfolio companies have struggled to maintain growth momentum, PE firms are prioritising leaders who have a proven track record in scaling businesses. These executives are expected to accelerate growth and drive value, positioning their companies for the next stage of development. Founder Transition Management: The founder-to-professional management transition is accelerating. PE owners are proactively bringing in seasoned operators to complement or replace founding teams, particularly where technical founders require complementary commercial and operational expertise. These decisions, which were delayed in the aftermath of COVID, are now seen as critical to ensuring long-term success. Technology & Digital Transformation: Another significant trend is the wholesale upgrading of technology leadership. The demand for Chief Digital Officers, Chief Data Officers, and AI-focused Chief Technology Officers is at an all-time high, as PE firms recognise that digital capability is a critical driver of growth and valuation increases. As businesses continue to expand, having strong technological leadership in place will be essential for navigating complex digital landscapes. The Customer-Centric Shift: Revenue leadership is being redefined. Traditional sales leadership roles are being supplemented or replaced by customer success veterans, growth marketing specialists, and revenue operations experts who have a deep understanding of modern B2B buying dynamics, digital channels, and how to leverage data for growth. This shift is designed to ensure that portfolio companies not only meet current market demands but also drive future revenue through customer-first strategies. What This Means For… Executives: Portfolio company leadership roles now offer accelerated career progression but come with intense performance expectations. Executives stepping into these roles must deliver fast, tangible results and adapt quickly to changing priorities. Portfolio Companies: The influx of new talent brings fresh perspectives and proven playbooks to drive success. However, cultural integration remains a challenge. Ensuring alignment between the new leadership team and existing employees is critical for success. The Broader Market: The talent movement creates a multiplier effect across the broader market. The best and most experienced executives from listed companies or multinational corporations are becoming the next generation of leaders within portfolio companies, contributing to a more competitive talent landscape. How Our PE Team Can Help At Derwent, our expert team of consultants and researchers are dedicated to helping you navigate these shifts. Whether you’re looking to discover growth-driven leaders, integrate technology experts, or realign your leadership strategy, we can partner with you to ensure your leadership team is positioned for future success. If you're ready to understand how these trends will shape your leadership strategies or want to explore how we can help your portfolio company succeed, Contact Us or connect directly with Ben Derwent , Simon Holloway , or Rebecca Harper today.

On Wednesday 21 May, Derwent was delighted to host our "Women in Tech" event in Sydney, bringing together female Chief Information Officers, Chief Technology Officers, GM Tech leaders in the Digital and Technology industry. This session explored navigating the path to the boardroom, offering insight into why it matters to be Board ready in an evolving landscape – where digital transformation, emerging technologies, and strategic innovation are reshaping the expectations of board directors. Recently, there's been a notable shift in boardroom mandates emphasising digital transformation and a deep lense on people and culture background to bring boardroom table. We were joined by Claudine Ogilvie , former CTO at Jetstar Airways ¤nt Non-Executive Director of Scyne Advisory and Cuscal Limited , and Michelle Gardiner , Managing Partner of Derwent's Board practice who shared their perspectives, drawing from their experience across multiple board roles throughout the Digital and Technology industry. Key Themes & Takeaways: Importance of Being T-shaped Emphasise the importance of T-shaped concept. Ensuring breadth of knowledge/experience and taking on leadership roles to build out commercial skill set and broaden expertise. For many Tech, Digital & Data Executives who have spent most of their career in a deep functional domain, it is harder for them to gain the “T-shape” when pursuing a board career. The “T-shape” refers to having deep technical experience combined with the breadth of commercial skills. Boardrooms are seeking executives with strong commercial & operational experience across an organisation, which is most commonly seen in a CEO or COO. Transitioning to Board Roles The first board appointment is often the most challenging, with boards seeking individuals who have both experience and a deep understanding of the company and strategy. Be strategic in your first Board role, sit on a Board you know best, sectors you have most executive experience and knowledge of. This is encouraged to further develop your professional career; this can be done in conjunction with an Executive career. AI & Governance At the Board level, it's critical to remember that while the technology may be new, the fundamentals of governance remain the same. It’s still about managing risk, identifying opportunity, ensuring transparency, and asking open questions. With any emerging technology – including AI – Boards need to focus on how it's changing the organisation’s risk landscape, operating model, and competitive context. That means engaging in open, informed discussions with management, and ensuring there are clear frameworks for oversight. Why Work on a Board Role? Working on a board role is a powerful opportunity for professional development. It offers a unique chance to adopt a board-level mindset, broadening your strategic thinking and understanding of governance at the highest level. Enjoy governance for what it is – interesting – give it go – see how you feel – you can learn a lot. Engaging in professional development and adopting a board-level mindset is particularly enriching. It’s also great to work with a diverse range of companies, each presenting unique challenges that require innovative and strategic thinking. Advice for Aspiring Board Members Engage in industry events, conferences, and courses (e.g., AICD) to build connections and increase visibility. Take on projects or roles that demonstrate leadership and strategic thinking. Engage in roles that offer exposure to various aspects of business operations, including P&L management, team leadership, and strategic initiatives. Stay updated on technological advancements and their implications for business to remain relevant and valuable in Board discussions. Always back yourself, ask open ended questions – this can show other people that you can bring a different perspective and think differently. The discussion generated active engagement, with questions and conversation focusing on strategic entry into Board roles, balancing Executive and Board commitments and passion. Our speakers emphasised the value of the T-shaped concept – highlighting that while technical expertise as a CIO or CTO is crucial, combining it with commercial and business strategy is essential to stand out and add value at the Board level. We extend our thanks to Katharine Whittaker , Principal in Derwent’s Digital, Technology & Services practice, for hosting the event, and to Claudine Ogilvie , Michelle Gardiner and attendees for contributing to a valuable discussion. If you’re interested in learning more, get in touch at events@derwentsearch.com.au 

Derwent are delighted to have co-hosted an event in Perth this week in partnership with FTI Consulting on “The Value of a Great Mining CFO”. With more than 50 Executives and Board Members in attendance, event facilitator Andrew Bantock (Head of Mining Advisory at FTI Consulting) was joined by guest speakers Morgan Ball , Sandy Sibenaler , and Derwent's Julie Colvin . The discussion was anchored around FTI Consulting's White Paper “High Grade Financial Leadership of Mining Businesses” . The focus of the discussion was on what defines a ‘great’ CFO in the modern context - exploring this topic from many perspectives, extending to leadership and influence, strategic and capital planning, through to delivering impact in external markets. Key takeaways from the discussion included: The CFO plays a crucial role in planning – there is never one option and it's important to interrogate with the business the upside and downside scenarios to maximise value and minimise risk. Smart capital strategies vary depending on the lifecycle of the business and the asset, with critical periods of upfront capital investment to consider prior to cash flow. The CFO must establish relationships that are built on "The Three T's – Trust, Transparency and Timeliness" – particularly with the CEO, the Board Chair, and the Chair of the Audit and Risk Committee. It was a pleasure to be involved in the launch of this insightful piece, informed by many years of analysis and financial practice.

Last week, Derwent had the pleasure of hosting 20 Chief People Officers and senior HR executives from across the professional services industry, at our Partnering with the Partners boardroom breakfast in Sydney. The event featured valuable insights from our two panel speakers: Alissa Anderson, COO (and former CPO) of MinterEllison, and Kath Nell, CPO of Findex. As well as some additional thought-provoking commentary from others around the table, including Jenelle McMaster, Deputy CEO and CPO of EY. Hosted by Warwick Bowd , Managing Partner of Derwent's Digital, Technology and Services practice, the discussion covered a range of interesting topics – from the challenges of influencing inside partnership environments, to dealing with geo-political, economic and marketplace uncertainty, to the future of hybrid working in professional services firms, and of course the profound impact AI will increasingly have on professional services workplaces and client service experiences.

Derwent are delighted to have hosted over 100 attendees at our Pathway to the Boardroom event in Sydney this week, with guest speakers Inese Kingsmill and Robyn Stubbs . This ongoing series is designed to provide tips and perspectives to aspiring board members as they explore opportunities beyond their executive careers. Inese and Robyn shared their insights on how to plan for a board career; how to effectively develop and position your personal brand and expertise; and tips for identifying and assessing different board opportunities. Highlights of the discussion included: Gaining exposure to boards during an executive career provides professional development and foundational board experience to point to. Establish your Unique Selling Proposition (USP) – t here are unique skills, expertise and attributes that are personal to you, including adjacent experience applicable in other settings (such as regulated settings, customer, transformation, technology). You may be ‘pigeon holed’ throughout your executive career, so it’s important to further develop functional and industry experience in a variety of settings which can help to open up greater board opportunities. Finding board opportunities – there are a myriad of different channels including networking, board search recruiters, consulting engagements, industry associations, LinkedIn, personal connections. Develop a target list and do some initial research, but don’t boil the ocean. Due diligence is key to finding the right board, including research into growth opportunities, competitors, financial positioning, and skills gaps on interesting boards. Future fit boards and diversity including age, functional expertise and different styles around the boardroom table are increasingly valued. Keep an open mind to different opportunities in private, listed and NFP settings, focusing on where there is space for you to learn and contribute your skills. Not for Profits, Industry Associations and other Community Boards are helpful starting points, developing experience working directly with Board Members. This exposure can help to better understand board dynamics, governance responsibilities, the rhythm of board meetings, and how to effectively work ‘on the business’, not ‘in the business’. Continuous learning – with rapidly evolving macro environments, continuous learning, particularly in relation to emerging technology, will be crucial to staying ahead of the skills that boards will require in the future.

Derwent is pleased to announce that Graeme Young has joined the firm as a Partner in the Financial Services Practice. Graeme brings over 15 years’ experience in executive search and recruitment, with a focus on the Insurance market. He leverages his vast experience in global Insurance, with deep technical knowledge and networks to deliver impactful leadership and C-suite appointments. Graeme was most recently a Director at Eliot Partnership, a leading global firm in Insurance Executive Search, where he led the Australian business. Prior to his Executive Search career, Graeme spent over 20 years working across global Insurance and Reinsurance markets, commencing in London and moving to Sydney in 1998. Derwent is proud to be one of Australia’s largest Executive and Board Search firms. Our leading team of 90+ drives our growth, success and scale in delivering to the clients who entrust us to advise on critical hiring needs.

In the 1940’s, women dominated the early days of computing when ENIAC was built. ENIAC (Electronic Numerical Integrator and Computer) was the first programmable, electronic, general-purpose computer. Then the personal computer was released in 1984, and it led to the rise of white male computing, so the number of women in technology rapidly declined. According to the Tech Council of Australia, women are twice as likely to enter the tech industry at the age of 25-30, as they are before age 25. This means tech is not the first step for many women – they are coming through alternate pathways. Last week, Derwent hosted a ´Women in Tech” breakfast to create a safe space for female leaders to share their challenges and discuss solutions that both executive search firms, like Derwent, and the community can implement to continue to promote and deliver diversity in executive hiring. Our conversation was led by guest speakers Kavita Mistry and Marigold Duncan , who shared their unique and diverse careers in tech. For Marigold, it was the allure of rapid growth, impactful work, and a collaborative culture, a stark contrast to her previous life in banking. Kavita, with a blend of artistic and mathematical influences, found her passion ignited by the logic and creativity inherent in technology. Their journeys, though diverse, highlight a common thread – tech offers a space for innovation and impact. However, the path to leadership isn't without its challenges. Both Marigold and Kavita spoke candidly about the hurdles women face, particularly in finding their voice and navigating leadership dynamics. Kavita emphasised the importance of speaking up, identifying and encouraging quieter voices, and leveraging female role models. Marigold shared her experiences leading international teams, learning to communicate assertively, and overcoming the unconscious biases that often shape decision-making. Mentorship and sponsorship emerged as crucial elements of their journeys. Both leaders emphasised the need for clarity in mentorship goals, the value of diverse perspectives, and the importance of nurturing long-term relationships. Kavita highlighted the distinction between mentorship (guidance) and sponsorship (advocacy), while Marigold stressed the value of seeking out mentors who understand your ambitions. So, how can women support other women in tech? Both leaders advocated for challenging unconscious biases in hiring, building strong networks, and providing coaching, particularly for interview preparation. They emphasised the importance of "watering and feeding" relationships, ensuring they are mutually beneficial and sustainable. Balancing work and family was another key topic. Marigold, a mother of three, acknowledged the constant effort required, emphasising the importance of self-awareness and adapting to changing needs. Kavita echoed this, highlighting the importance of prioritising energy, self-care, and aligning work commitments with life stages. Ultimately, the discussion offered valuable insights for women navigating the tech industry. It's a journey of continuous learning, resilience, and building strong networks. By embracing their unique perspectives, challenging biases, and supporting each other, women can not only thrive in tech but also shape its future. At Derwent, we are committed to long-term diversity through both assisting clients with inclusive hiring processes and attraction strategies, and fostering the next generation of female leaders.

We are delighted to announce the launch of our Interim Solutions business, led by John O’Leary. Demand for interim talent is evolving rapidly given changing market conditions and the way employers are structuring the capability and flexibility of their workforces. Interim talent delivers immediate impact, bringing capacity and capability to deliver outcomes across a range of initiatives and settings. This offering provides flexibility and scalability during peak talent needs, with an available bench of specialist capability and expertise.